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HomeMy WebLinkAbout2.c. City Administrator Evaluation4ROSEMOUNTEXECUTIVE SUMMARY CITY COUNCIL City Council Workshop Meeting September 15, 2010 AGENDA ITEM: City Administrator Evaluation NDA SECTION: PREPARED BY: Dwight Johnson, City Administrator AGENDA NO. q o ATTACHMENTS: 2009 Evaluation Form APPROVED BY: RECOMMENDED ACTION: Discuss procedure for the 2010 City Administrator evaluation. BACKGROUND According to both contract and practice, the City Administrator should be formally evaluated at least once each year. Although my anniversary date with the City is August 18th, it has proved more convenient and useful to actually conduct the evaluation after the preliminary budget is approved in early September, since that is one of the main responsibilities of the City Administrator. After consulting with Mayor Droste, he suggested that a discussion of the evaluation process for this year be added to this workshop agenda for discussion. DISCUSSION Questions that may need to be addressed include: 1. Does the Council want to use the same form as last year (attached)? 2. Do you need any information from me? 3. What is the due date for the forms to be completed? 4. Who should received the forms and aggregate the results? 5. When should any discussion of the results be scheduled? One final note: there is no eligibility for a pay increase with this evaluation since I am already at the top of the range for my position. Performance Evaluation Rosemount City Administrator Evaluation by Major Areas of Responsibility Seven major areas of responsibility are identified. Performance rating is based on the standards outlined after each area is defined. The rating should be based on the overall performance of that area. Specific comments can identify areas of concern or areas where performance is outstanding. Ratinit Levels Please use one of the three levels to describe overall performance. E = Exceed Expectations Performance exceeds requirements for major accountabilities. M = Meets Expectations Performance meets requirements. Results are satisfactory. B = Below Expectations Performance needs improvement. Results are acceptable but not satisfactory. AREAS OF RESPONSIBILITY I. Organizational Management II. Fiscal/Business Management III. Relationship with Mayor /Council IV. Long Range Planning V. Relationship with Public/Public Relations VI. Intergovernmental Relations VII. Professional/Personal Development I. Organizational Management Selects, leads, directs, and develops staff that evidence flexibility and adaptability. Directs the organization so that services are provided as established by past and current decisions of the Council. Directs and organizes the work that achieves the goals and policies adopted by Council and developed by staff. Evaluates and assigns appropriate staff to handle public requests, complaints or areas of concern brought to the attention of staff by Council and staff. Evaluates best practices and available technology for appropriate use by the organization. Some examples of effective organizational management: a. Employees at all levels are motivated, customer - service oriented and well managed. b. Supervisors and managers are well trained. c. Complaints and requests referred from City Council are handled expeditiously and with full communication to the customer and follow up with Council members. d. The organization is in tune with best practices and constantly evaluates new methodology and technology for cost effectiveness and customer satisfaction. e. Makes most effective use of available staff talent. Rating: Exceeds Meets Below Comments: Suggestions for Improvement: II. Fiscal/Business Management The annual budget is prepared and presented with appropriate documentation in a manner that conforms to guidelines adopted by the Council and this is readily understandable for citizens. Administers the adopted budget within approved revenues and expenditures. Develops reports for Council that provide the most up -to -date data available concerning expenditures and revenue. Directs the organization to encourage the most economic utilization of personnel /material/ equipment. Directs the maintenance of City -owned facilities and equipment. Some examples of effective fiscal/business management: a. Budget preparation and management are thorough and effective. b. Cost - effective measures are persistently pursued. c. Financial reporting is timely and readily understandable. d. Physical facilities management maintains the longest life and highest quality use of resources. e. Needs are communicated to the Mayor /Council. Rating: Exceeds Meets Below Comments: Suggestions for Improvement: III. Relationship with Mayor /Council Maintains effective communications with the Mayor and Councilmembers. Is available to Council, either personally or through designated subordinates. Establishes and maintains an effective system of reporting to Council current plans and activities of the staff and happenings in the City. Plans and organizes materials for presentation to the Council in the most concise, clear and comprehensive manner possible. Some examples of effective City Council communication: a. Materials, reports, presentations, and recommendations are clear and convincing. b. Communications are timely, forthright, and open. c. Responses to requests are made promptly and are complete. d. Recommendations are thoroughly researched. e. Adequate information is provided to Council to make decisions. f. A system is in place to report to Council current plans, activities, and events of the City. g. The City Manager can be depended upon to follow through. Rating: Exceeds Meets Below Comments: Suggestions for Improvement: IV. Long -Range Planning Maintains an awareness of new technologies, systems and methods related to the provision of City services. Keeps Council advised of new and impending legislation and developments in the area of public policy. Plans and organizes a process of program planning in anticipation of future needs and problems. Establishes and maintains an awareness of developments occurring in other jurisdictions that may have an impact on the City. Plans, organizes, and maintains a process for establishing goals to be approved or adopted by Council. Maintains effective system of monitoring and status reporting. Some examples of effective strategic planning: a. A well - constructed long -range (strategic) plan is currently in operation. b. Annual operational plans are carried out. c. An on -going monitoring process is in operation to attain quality assurance in program and project implementation. d. Program evaluation and personnel evaluation are inter - related with the strategic planning process. e. Legislative knowledge is current and complete. f. Measurable outcomes (to the extent possible) are used to determine success in program planning. Rating: Exceeds Meets Below Comments: Suggestions for Improvement: V. Relationship with Public/ Public Relations Plans, organizes, and maintains training of employees in contact with the public either by phone or in person. Ensures that an attitude of helpfulness, courtesy, and sensitivity to public perception exists in employees coming in contact with the public. Establishes and maintains an image of the City to the community that represents service, vitality, and professionalism. Establishes and maintains a liaison with private non - governmental agencies, organizations and groups involved in areas of concern that relate to services or activities of the City. Some examples of effective public relations: a. Contacts with the media are timely and credible. b. Publications are varied and consistently well- received by the citizens. c. Feedback from the public and the community leadership is positive. d. City has good image with comparable organizations. e. Feedback from customers indicates timely, courteous service. Rating: Exceeds Meets Below Comments: Suggestions for Improvement: VI. Intergovernmental Relations Maintains awareness of developments and plans in other jurisdictions that may be related to or affect City government. Establishes and maintains a liaison with other governmental jurisdictions in those areas of service that improve or enhance the City's programs. Maintains communications with governmental jurisdictions with which the City is involved or interfaces. Some examples of effective organizational management: a. Effective interactions and relationships with municipal and professional organizations. b. Regarded as a leader by municipal officials. c. Initiates good programs from other jurisdictions. d. Positive relationship with surrounding cities. e. Good cooperation with County and Stage agencies. Rating: Exceeds Meets Below Comments: Suggestions for Improvement: VII. Professional/Personal Development Is aware of and values broadening profession Demonstrates imaginative leadership initiatives Maintains a collaborative working relationship leadership. al and personal development. Builds a cohesive staff. with staff but is decisive in Some examples of effective professional and personal development: a. Management techniques show evidence of innovation, imagination, and decisiveness. b. Synergetic techniques are fostered. c. Personal growth and development are a way of life and staff emulates these practices. Rating: Exceeds Meets Below Comments: Suggestions for Improvement: